Managers are not born with management skills – Rochester Minnesota news, weather, sports

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Dear Dave, I see you often write about good management, but how do we accurately measure what our managers are doing – or what they are supposed to do? I don’t think a lot of my fellow managers do the best job; many do just enough to get by. We don’t have a lot of money in my business right now for training, but what can we do when we find manager performance issues? A few of our managers make it harder for our people to work and some of our best people are leaving. – S

There are many ways to answer your questions. First, if the hiring process was done right in your business, bad managers would never be hired. I will say that hiring the best managers, training them intensely, allowing them to work and do their jobs, rewarding them and working hard to retain them are the best methods to get and keep good managers.

Plus, you want managers who believe in teaching and mentoring their workers, so workers can improve their management skills and be ready to be hired when openings arise. Keep in mind that you want to make all of your managers into leaders. But remember, you want to assess behaviors and practices, not personalities, even if you are tempted to do so. I think the best managers are smart and have interpersonal skills.

I just spoke to a manager friend, and she believes that a strong leadership team contributes to the success of the organization as a whole. She also said: “The most important goal for management is to achieve a synergy of the talents of the team. Getting by in today’s world is not enough and good managers define what the organization is trying to accomplish and provide clearly stated expectations for accountability and ownership of success.

I will add that employees always monitor their managers and try to determine if they are being treated fairly, trained and educated effectively, and are being rewarded based on the quality and volume of their work. Good managers know they are judged by their staff throughout their working day. The question becomes: how far will a manager go to gain the respect of his staff? Some managers may not care, but true leaders will go out of their way to be seen as trustworthy and inspiring leaders. Here are some specific analysis ideas.

Ask yourself these questions:

  • Do your managers and employees share a vision, mission and values ​​for organizational success?

  • Do you have and use a system to measure / quantify management effectiveness?

  • Are internal management practices aligned with the achievement of organizational goals?

  • Do managers’ behavioral skills contribute to a positive collaborative impact on performance?

  • Is your management team giving you way too little productivity?

  • Are your managers savvy when it comes to training and educating their staff to be the best workers and potential future leaders?

I believe that these questions create the gauges you need to assess whether or not your managers are doing superior work and are contributing greatly to the culture of the organization. Every organization depends on the quality and integrity of its leadership. If you need to spend more money to hire a great leader, then go for it.
Also conduct organizational management analysis to provide a factual summary of a manager or management group. This should provide a vision of ideal management effectiveness and the current state of management effectiveness. Bridging the gap between the two becomes your development mission and a clear picture of your business culture and the alignment of management groups with your business goals and objectives.

Analysis actions to be taken:

Data gathering: Conduct interviews, interview managers and employees, organize focus groups, conduct 360-degree reviews (getting feedback from many members of the organization, maybe also clients) or just observe managers at work .

Analyze possible hot spots: These conditions include poor communication, mistrust of management, inability to delegate, low motivation, lack of commitment, stagnation of ideas and status quo, low performance standards and conflict over work place.

Use the information to: Develop and improve training and education, mentoring programs, personal management improvement plans and succession management. Internal training, mentoring, performance reviews and coaching are relatively inexpensive. Use the talent you have in yourself to teach and help others.

Teach and measure: Management development, which may include communication, leadership, adaptability and responsiveness, relationship building, listening skills, delegation of responsibility, problem solving, facilitating successful business team, cultivation of individual talent and motivation for success.

Only retain managers who can build morale, intensify creative thinking, solve lingering problems quickly and thoroughly, and be a teacher and coach for your staff. Finally, I should add that you will hopefully find out that a lot of things managers do well. Use this information as educational examples and be sure to thank these managers for their good work.

Contact Dave Conrad with any questions or comments at [email protected] Conrad is Associate Professor of Commerce at the University of Augsburg in Rochester.

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